Let's review some conventional advice on trying to find a job:
1) 70-80% of all jobs are found through networking
2) A majority of jobs are not advertised (i.e. hidden job market)
Here are other issues prospective manager complain about in candidates:
1) Candidates lack communication skills
2) Behavioral attributes are important in building a team
Given this set of facts, managers shouldn't complain about a prospective candidate enquiring about a job, especially a qualified one. A good manager can always reasonably handle an unqualified candidate who calls them too much. You asked:
D.X. wrote:I think a key Topic missing on this Forum is "when to stop chasing a lead". Or when to take the brave and self-protecting decision to back off or park a lead or pursuit of an opportunity.
Either cut it completely or park it for a much later reactivation sometime in the distant future when you think the time is ripe. DX
I am saying in this environment and field, push it until someone says no. This can be done nicely but assertively. If the hiring manager can't say no to a candidate who they don't want to talk with or consider, it is their own problem, not the candidate. If they get mad, so what, they will get over it. Sometimes a candidate needs to know where they stand because there are some managers who will never give you a chance .....based on absolutely nothing ....at least anything objective. Just say no I am not interested, if that is the case. This allows the candidate to move on and the candidate will not call again. What I am saying here is if the manager is playing games and doesn't want to consider a candidate? Just say no and allow the candidate to move on. How many jobs have you (or I) lost out on because we didn't push it enough? You don't know. My job when following a lead is to get heard and make sure that person allows me to make my case (especially in light of stats above about networking and hidden jobs). This is true of any good salesperson. If a manager faults a candidate for hustling and being assertive (or they are closed minded not to speak with someone for a few minutes), then the problem is with the manager. It is a sales job and you have to be assertive.
Also PG raises some good Points. Nate seems to expect that hiring Managers have all this time in the world to Focus on candidates, to chase and butter them up, and do the best to attract them. Maybe that was the behavior many years ago. For the most part, this is not the case today. Hiring Managers do have thier day Job to do and limited time or interest to thinking how to appease a Job seeker. DX
I doubt it. Today, I doubt managers work any more than they once did. The problems that I see is that managers use multiple forms of communications and they are overwhelmed by the information sent to them by email; a general lack of communication and phone etiquette skills; worried more about hiring based on minor issues of personality and not skills and expertise; reluctance to use the phone to communicate, and how can you evaluate behavioral attributes and fit based a cv or ten minutes at a conference (the answer is you can't). So, this is more reason to network assertively and not back don't so easily. There is no indication by the director that I am doing something wrong.
And remember, more often - when you think there is jealousy, thats intagible and most likely unsustantiated. The more tangible reality is that Person doesn't want to work with you due to personality conflict, not fear of your Talent/Expertise - remember, the Boss is the Boss, rare you'll ever outshine a Boss if anything - and if you to think you're so much better that the Boss, then your Job is make the Boss shine via your Talent, make them out shine others - you'll be rewarded more on that front that the other way. Consider you should view your Boss as your Partner not as Person antagonistic to your career - any other view well...i suggest starting your own Business - you're just Setting yourself for bad outcomes at the very start.
If you had met a prospective hiring manager for less than ten minutes (as I described), w/o reading a resume, what can a manager reasonably assess about your personality in order to eliminate you from a job candidacy? What personality conflict can they come up with?
I call a person like this judgmental. In this case, I sense there is some jealously or protector attitude possibly among the director but I don't know what and I don't care. Personally, it takes me time to get to know someone and trust them, certainly more than a few minutes.
Frankly, I should just call her up and say the following:
"Hello Jane, My name is Nate and I am a local patent analyst and molecular pharmacologist with significant experience and expertise in the life sciences. We met at the conference and I enjoyed your talk. How are you doing? <Great, likewise I enjoyed the meeting and didn't have much time to speak>. I believe that I can help your group with licensing and patent analysis. Can I have couple minutes of your time? I would like to met with you over a cup of coffee to explain my background and its relevance as well as find out about your goals for the group. Is this is ok with you? What's a convenient time? Thanks"
I would jazz it up a bit. If the response is negative or she interrupts before I am finished, I will come back with a direct:
"What would it take for you to consider me for X position?"
Or a softer:
"Well we will never know if it is fit if we aren't open about it and if it isn't quite the match maybe can help each other with an exchange of information or an occasional referral?"
FYI-We should have a discussion on this forum about dealing with objections when networking? Any tooling up articles from the past?
If the response is still not receptive, I will give up because the issue is with her. My hope is that she will take the time to meet with me. Networking is a two way street that involves reciprocation. Some people understand this and others don't. Everyone is busy and can always make this excuse, DX, but it is more about a willingness to make quality hires and to reciprocate. The candidate has to figure what buttons to push in order to get the face to face interview.
DX, I have noticed that we have a difference of opinion. You believe that personality and behavioral traits are weighed more that skills and expertise in hiring decisions. In my experiences, I believe skills and expertise are given more consideration than soft intangible skills. The manager hires you to get a job done not necessarily to hire someone they like or who might be well like among the team. Further, senior managers are more likely to consider skills and expertise objectively and manage any behavioral issues as they occur. In other words, they expect you to be courteous and reasonable with others but foremost they expect a high level of expertise and productivity. Whereas the inexperienced manager hires more based on personality preferences and not necessarily based on talent. This opinion comes from many years of experiences both in academia and the private sector (as well as a several high level business executives I have know through family members). If I am wrong about this, why I should I try to emphasize my accomplishments, education, expertise, and skills. This is why I believe that one should start networking at the higher levels of the organization and get referrals.
I am curious about your background and area of expertise within the pharmaceutical industry is? Some times you sound like a HR director or an industrial psychologist than a scientist. I enjoy the exchange and the contrast of opinions.
Still I am coming to believe that you have to push hard when networking due to a lot factors beyond the candidate's control and occasionally you will encounter a manager playing games where a candidate will have to push it to deal with the objections or their demeanor.